Over the past decade, culture has moved from the periphery to the center of supervisory attention. What was once treated as ephemeral has been reframed as architectural: culture is a structuring force that shapes behavior, aligns incentives, defines institutional resilience, and determines the efficacy of control environments. Today, supervisors are no longer debating whether culture matters, they are grappling with how to oversee it effectively.
This chapter surveys that global evolution. Across jurisdictions, supervisors are developing tools to engage with culture not as a sentiment, but as a signal. From Canada’s explicit guidance on cultural risk, to Europe’s expanded supervision thereof, from Australia’s formal embedding of accountability for culture driven outcomes and New Zealand’s conduct reforms, culture is being integrated into the machinery of financial sector oversight.
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